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There are many reasons why people fear change. One of the major reasons is the loss of control that can be experienced during change. They fear that they will lose control of their territory and they lose their sense of self-defense (Ten Reasons People Resist Change). This is shown when in Jenny’s

43-45). Top-down change process provides prescription that has only been developed by top managers and given to lower cadre employees down the ranks to consume without their input. According to Bovey & Hede (2001, p. 540) resistance occurs at the individual level, where employees are motivated by psychological factors to change that include resentment, frustration, low motivation and morale, fear, and feelings of failure. At the same time, earlier publication by Yilmaz & Kilicoglu (2013, pp. 17-18) identified four factors that motivate employees to resist changes in the organisation: employees focusing on self- interests as opposed to those of the organisation, having inadequate understanding of

Resistance to change is an expected reaction of human nature. We are not accustomed to change, as it is possible to lead to failure; however, there are also ways to manage the resistance within the company.

Some many organizational change efforts fail to reach their intention, but the high-ranking sponsors often blame the disappointment on the employees and manager struggle to change at times. They really don’t know how difficult it is to lead and implement change effectively (Robbins, 2011). A good change does require good people skills. Employees resist change because employees can be very unsure about the loss of status or job security within the organization. This would mean the employees and there manager as well as their peers will resist technological changes. The employees will also endure fear of failure that could cause employees to doubt their ability to do the job/ or their duty. Those type of change employees are resisting because the employees are too worried about learning the new requirements. Peer pressure can be endured as well for employees when the employees start to resist change to protect their co-worker, and so will the manager to protect their work group. The human resources roles are planning and implementation, planning would be evaluation of

The more active the participants are in the planning, the less resistance there will be later (Sullivan & Decker). If staff does not trust leadership, does not share the organization's vision, does not buy into the reason for change, and aren't included in the planning, there will be no successful change, regardless of how brilliant the strategy (Goman, 2000). How people react to change is important to understand. Change takes an emotional toll on people, some more than others. It is important not to underestimate that toll and understand who will have a harder time adapting to change. Fear of change has many roots. Those roots can be a lack of trust, fear of failure, fear of loss of income or a belief that the change is unnecessary (Sullivan & Decker). By understanding the reason for the resistance a manager can help the employee overcome his or her fear and become a supporter of the change. The last two steps are to provide feedback mechanisms to keep everyone informed of the progress of change and evaluate the effectiveness of change (Sullivan & Decker). People need to be kept informed of the change process to minimize anxiety. Sometimes there are unexpected consequences to the change, and it is important to have a system in place for those consequences to be discussed and if needed more changes made in order to accommodate those consequences.

As we head into the future, it important for any business organization to be prepared. The evolution of business technologically is rapid, and it’s important to

The reasons why I feel people may resist to change is because they are afraid, they are stuck in a routine, they don’t like the way the new change is or they just don’t understand it because it to different. People are sometime more resistant to change regardless because they are lazy and been doing something so long they don’t want to learn anything different. Also it because they are so use to doing things this one way for years they don’t understand why it must be done different. Change is always really scary to people that have been use to completing a task the same way. They are more afraid of making a mistake use this new way then they are with the old way. This fear happens because at least they are more understand of what they did wrong

Webster’s Dictionary (2016) defines change as to become different; to make (someone or something) different; to become something else. Many individuals embrace change and others resist change, but working in the medical world it is inevitable that we will come in contact with change. Many times we have all worked with someone who does things “the old way.” Why do they resist something new? In an article by Dr. Alyn (2011), the reasons why people resist change were reviewed. People resist change for the following reasons: they do not see how the change is beneficial, they don’t recognize the benefits are worth the investment to adopt change, and they weren 't involved in the decisions (Alyn, 2011). Knowledge related to this rationale should provide insight for leaders as they prepare to influence change.

May people will fear change if they do not understand the importance and reason for the changes or how the change will benefit themselves. If the change is too detailed it leaves room for some to think about how they will fit in with the changes. Most individuals only fear change because they are not aware of how the changes will affect them. "Somtimes, changes do not work as intended, implementation difficulties arise, or the organization's circumstances change in ways that render the planned changes ineffectual" (Armenakis, Harris, Cole, Fillmer, 7 Self, 2007, p.274 ).

Employees who feel pushed out of their comfort zone may also resist change, due to the unfamiliarity of new implications or managers. The fear of uncertainties due to the lack of communication can also lead to resistance to change on an individual level. If employees are not informed of the needs of the change then the fear of the unknown can cause resistance.

Certainly, there are several reasons why people don’t like to undergo a change situation. Firstly, some people are more concerned about the implications of change to themselves rather than thinking of the benefits it could bring for the company for example, I feel more comfortable working where there is more interaction with customers rather than working inside the office. Secondly, it somewhat also depends on the individual’s level of tolerance to change; some people feel more secured and satisfied with current working environment. Furthermore, there might be inadequate information about the benefits a change can bring in to them and the organization. Therefore employees are usually hesitant of undergoing a change situation. However, chapter 6 of Organizational Change looks into how we can minimise resistance to change in an organization which is described as Kotter’s theory. Kotter suggested six strategies for overcoming resistance to change:

Individuals when faced with any major change will be inevitably resistant and will want to preserve the status quo, especially if they think their status or security within the organization is in danger (Bolognese, 2010). Folger and Skarlicki believe that organizational change produces skepticism in employees which make it problematic and possibly even impossible to contrive improvements within the organization (as cited in Bolognese, 2010) Therefore, management must understand, accept and make an effort to work with resistance, since it can undermine even the most well-conceived change efforts (Bolognese, 2010). Furthermore, Coetsee states for organizations to achieve the maximum benefits from change they must effectively create and

People often resist change based on fear of the unknown, fear of loss, fear of failure, disruption of interpersonal

Since human beings are adaptive and familiar with change, how is it that they often resist change in their work environment? This question had troubled managers since the beginning of the industrial revolution, and the fast peace of change required by the electronic age has made

To identify the key elements of the resistanceto change described in this situation, one may make use of the six Change Approaches of Kotter and Schlesinger.[1]The model prevents, minimizes or descreases resistance to change in organizations. According to Kotter and Schlesinger (1979), there are four reasons that why people resist change, three of which are applicable to this case: